NEW DISTRIBUTION RESEARCH TOPIC
How can distributors keep growing across fragmented channels?
Front-line analysis of product selection, organization, channel strategy, profit models, and business transformation for FMCG distributors.
Related research and analysis
4621 articles · Page 76 of 193
Zhao Bo from New Distribution: Four Key Words for Mastering New Marketing
At the 2019 New Year Marketing Course co-hosted by New Distribution and Teacher Liu's Forum on January 22-23, Zhao Bo, founder of New Distribution, delivered a keynote speech titled 'New Marketing and Digital Transformation of Channels in the FMCG Industry.' He shared insights on new marketing, emphasizing that the world is fragmenting, and businesses must embrace non-consensus ideas, adapt to fragmented information dissemination, and build a comprehensive marketing system through data to seize the dividends of the era.
赵波Unblocking Distribution Channels Before Spring Festival to Skyrocket Terminal Sales
With one month to Spring Festival, it's the best time to push for sales. Teacher Jiang Meng shares dozens of methods to unblock distribution channels, including using emotion to market to channel partners, optimizing distributor structures, and enhancing terminal displays.
江猛Forty Years of Distributors: Historical Junctures That Changed Their Fate
This article reviews key historical moments from 1979 to 2009 that shaped the destiny of Chinese distributors, from the opening of the economy to the rise of e-commerce, highlighting how these events transformed the distribution landscape.
黄润霖Distributors Struggling to Push New Products? 80% Is a Frontline Sales Issue
Adjusting product structure means increasing the proportion of high-margin products, especially new and premium items, to boost overall profitability. However, implementation is difficult because frontline staff face challenges, and the process requires a systematic approach involving external customer relations, internal training, and staff rotation.
潘文富How Should Large Distributors Survive in 2019?
Large distributors, with annual sales of tens of millions in county markets or over 50 million in prefecture-level and provincial capital markets, face challenges such as being big but not strong, having unfocused product lines, unreasonable channel structures, and management deficiencies that erode profits. To thrive in 2019, they must optimize product and channel structures, strengthen inventory management, enforce process management, and enhance staff quality and service.
师顺宽How Should Small and Medium Distributors Survive in 2019?
Large distributors grow from small ones. As long as small and medium distributors keep working hard, formulate correct business strategies, improve their operational, management, and execution capabilities, and combine various marketing skills and techniques with the actual conditions of their markets, they will surely achieve rapid growth. This article analyzes the current situation of small and medium distributors and provides specific adjustment suggestions for 2019.
师顺宽How Should New Distributors Survive in 2019?
New distributors, who are entrepreneurial distributors transitioning from sales roles in food companies or other distributorships, face challenges such as lack of experience, weak brand influence, dependency on manufacturers, and insufficient personnel. To thrive in 2019, they should choose suitable products, concentrate resources on niche markets, seek manufacturer support through performance, and continuously improve their marketing and management skills.
师顺宽Facing the Upcoming 2019, How Will Distributors Make Money?
As 2018 draws to a close, many distributors are reflecting on a year of meager profits and rising costs. To succeed in 2019, distributors must focus on offering good products and good services, as the market increasingly favors those who operate with efficiency and customer-centric approaches.
师顺宽From "3+3" Deep Distribution to New Retail: Tsingtao Beer's Channel Innovation Battle!
In 2013, Tsingtao Beer's market share in Xuzhou was 33% and declining. To reverse the trend and reclaim its base market share, Shi Yonggang, then deputy general manager of Tsingtao Beer Suntory (Shanghai) Sales, was appointed concurrently as general manager of Jiangsu Tsingtao Beer Company, focusing on Xuzhou, Suqian, Yangzhou, Lianyungang, and other areas. Shi told New Distribution, "In the county-level rural market, facing competitors with intensive distribution, Tsingtao Beer was at a complete disadvantage. We took a series of measures: first, set up distributors at the township level to ship directly from Tsingtao Beer headquarters; second, under the existing personnel system, implement a 3+3 visit system from county to township to ensure direct control of key terminals; third, comprehensively transform distributors from passive to active, leveraging their strength."
袁来Forty Years of Distributors || Monopoly is a Good Business
In the past, the high school politics course on scientific socialism had a consensus on capitalist monopoly, defined as 'dying.' But monopolies have persisted, and in China's four decades of channel evolution, monopoly is actually thriving. Whether monopoly is good depends on who you are: monopolizing others is good, being monopolized is bad. The development of China's sales channels repeatedly confirms this conclusion.
黄润霖The Essence of Deep Distribution is Building Good Customer Relations, Leveraging Store Owners' Community Ties for Transactions!
Retail is naturally community marketing, as stores rely on stable customers within their trade area. Deep distribution leverages store owners' community relationships to transmit brand information, while new retail and new marketing use digital tools to enhance these community interactions.
刘春雄The Winter of Distributors || In-depth Feature
The article examines the severe challenges faced by traditional distributors in China in 2018, as e-commerce platforms and new retail models disrupt the market, leading to declining profits, store closures, and a sense of betrayal by brand owners. It highlights the struggles of individual distributors like Lu, Ouyang, and Xiao Qin, and questions the sustainability of the new retail model.
黄润霖Former Facebook and Google Executives Return to China to Start Business, Targeting FMCG Warehouse and Distribution: Distributors Who Do Everything Are Doomed to Stay Small!
Former Facebook and Google executives return to China to start a business in FMCG warehouse and distribution. They believe that unified warehousing and distribution can help distributors save costs and focus on sales, but caution that distributors must fully separate from their traditional agency business to succeed.
新经销刘少德Farewell to B-end Deep Distribution, Welcome C-end Deep Distribution
Two years ago, I discussed with friends the question of 'where is deep distribution heading.' The routine tasks of deep distribution, such as distribution, visits, shelf management, and promotions, have been stuck for years: not doing them is not an option, but doing them brings no growth. At that time, I concluded that deep distribution would evolve towards precision and efficiency. However, I have now changed my view. If the deep distribution proposed around 2003 is called 'B-end deep distribution,' the current deep distribution should be called 'C-end deep distribution.' B-end deep distribution goes as deep as the terminal; C-end deep distribution goes deeper to the consumer.
刘春雄Three Years On, JD New Channel Strives to Be the 'Network Weaver' of B2B
As more people and businesses come online, the internet has become a medium for breaking spatial barriers and enabling real-time communication, prompting traditional industries to undergo digital transformation. FMCG, a traditional and vast sector, has drawn significant attention from internet giants, with digital upgrades to distribution chains making FMCG B2B a familiar and hot topic. Viewing B2B through the lens of consumer internet, every participant in the future chain will be part of the B2B network, collaborating through network synergy and data intelligence.
袁来Master Kong Instant Noodles: Aerospace Quality as Standard, Making Distributors Profitable is the Real Deal
When an industry is about to hit rock bottom, the resilience of its leader often determines the industry's ability to rebound. In 2013, the instant noodle industry reached a historical peak with sales of 45.17 billion units, then declined year by year, hitting a trough of 38.03 billion units in 2016. In 2017, sales slightly recovered to 38.52 billion units. Although still far from the peak, halting the decline in such a short time is commendable. The 2018 sales figures are not yet out, but based on feedback from various companies, sales will not be lower than 38.52 billion units.
周朝磊Is the Deep Distribution Model About to Become a Thing of the Past?
This article, excerpted from Shi Wei's book 'Deep Distribution', discusses the concepts of interventionist and non-interventionist distribution, the conditions that gave rise to deep distribution in China, its operational key points, and the emerging equilibrium model between manufacturers and distributors in the post-deep-distribution era.
施炜5 Standardizations and 9 Tips to Make Ordinary Salespeople Achieve Tenfold Performance
This article discusses how to improve the individual combat capability of frontline salespeople in the FMCG industry, emphasizing the importance of standardized templates, mentorship, summarizing successful cases, cultivating positive mindsets, and establishing incentive mechanisms.
徐涛&吕宋强Master Kong's "New Moves": Digitalized Channels, Aerospace-Quality Products
At the World Internet Conference on November 8, Master Kong's China Chairman Yang Qianhui announced the construction of a new smart business ecosystem, following a week of digital initiatives including a partnership with Alibaba's Retail Link. This move aims to upgrade channels, empower distributors with digital tools, and leverage aerospace-quality manufacturing to stay ahead in the FMCG industry.
袁来Dealer Transformation Handbook
Over the past three decades, China's traditional FMCG distribution channels have grown rapidly, but with an aging society and rising costs, traditional distribution models are no longer viable. This article categorizes dealer transformation paths into three types—organizational, business model, and commercial model innovation—and provides detailed guidance for each, emphasizing the importance of digitalization and adaptability.
袁来Deep Distribution Fails, Advertising Ineffective: How Can Brand Owners Build a New Marketing Operations System in the Post-Deep Distribution Era?
The Chinese market is vast and deep. Before the internet, brand owners used a model of large single products, mass production, extensive channels, and retail to reach consumers. However, as market growth slows and consumer behavior changes, the traditional deep distribution model is failing, prompting the need for a new marketing system that combines deep distribution with precision distribution.
赵波Mengniu Slow Burn Agents Face Refund Difficulties, Review Their 'Operation' Experience
Agents of Mengniu's Slow Burn meal replacement shake are frustrated after waiting over a month for refunds. They discuss operational issues, some resolved, others under negotiation, testing their faith in the brand.
张夏雨The Evolution of Deep Distribution in China's FMCG Industry | In-depth
Deep distribution, initially a low-barrier and universal marketing system, evolved through seven stages since 2003, from customer relations and display to channel digitalization (B2B), with each iteration raising the bar in cognition and management.
刘春雄The Winning Strategy for Traditional Distributors: Steady "Micro-Innovation"
This is an era of "chaos and upheaval." Internet technology, as an engine driving commercial progress, is continuously entering the traditional offline distribution sector. Under the backdrop of consumption upgrading, changes in demand have become "bewildering." Coupled with internet-based entrepreneurs gradually building retail scenarios closer to consumers, traditional distributors seem somewhat at a loss in this volatile era. Many distributors lament that business changes too fast now; previously, they only needed to coordinate with upstream manufacturers and downstream small shops and KA stores, but now they must also be wary of national B2B platforms, and even former peers may have ventured into B2B, leaving them in a dilemma of whether to cooperate or not. Smart unmanned vending machines and office unattended shelves sell products within their territory (under exclusive offline agency agreements with manufacturers), yet the goods are not sourced from them...
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